organizational behavior - session8
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1Organisational Behavior, Do Tien Long
Human Resource Policies and Practices
Lecturer: Do Tien Long
09 04 51 54 46
dotienlong_mc@yahoo.com.vn
2Organisational Behavior, Do Tien Long
Learning objectives
Explain nature of human resource management (HRM), and contrast this with personnel management
Analyze HRM policies, activities
Human resource planning, recruitment and selection
Importance of training and development
Explain the system of performance appraisal
Nature of employee relations
3Organisational Behavior, Do Tien Long
Human resource management
An essential part of the process of management is that proper attention be given to the efficient use of resources, in particular human resources
The efficiency & performance of staff & their commitment to organisational objectives are fostered by good human relationships at work
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The significance of HR
As the basis of her ‘living strategy’ Gratton proposes –
There are fundamental differences between people as an asset & the traditional assets of finance or technology
An understanding of fundamental differences creates a new way of thinking & working in organisations: a shift in mind-set
Business strategies can only be realised through people Creating a strategic approach to people necessitates a strong
dialogue across the organisation
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Human resource management or personnel management?
The discussion generally centres on the extent to which HRM is a new & distinctive philosophy with a particular paradigm shift towards a more strategic approach to people management
or
New wine in old bottles – HRM is no more than a different term
for what good personnel managers have always been doing
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Human Resource Management (HRM)
Involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization
Fisher et al.
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Defining HRM
The design, implementation & maintenance of strategies to manage people for optimum business performance including the development of policies & processes to support these strategies
CIPD
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Defining HRM
Organisations that get the people thing right are the organisations that are likely to be around in the future
Delaney
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A strategic approach
The strategic use of human resources will help managers to contribute to the release of true value by the optimum use of people’s competencies
A strategic HR approach requires that the needs & talents of employees become matched with organisational goals
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HRM policies & practices
The formulation of HRM policies & implementation of personnel practices & procedures should be based on underlying philosophies of managing behaviour & employee relationships
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Range of HRM policies & practices
Human resource planning
Recruitment, selection & induction
Salary & wage administration
Organisational design & patterns of work
Education, training & development
Employee relations
Employee services, welfare and health & safety
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Ethical frameworks for judging personnel practices
Basic right – to be consulted on all matters affecting the individual at work
Organisational justice – fairness in treatment, equality of opportunity & equity
Universalism – acknowledging respect for the individual
Community of purpose – recognition of how organisational decision-making affects different groups & stakeholders
Winstanley et al.
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HRM – a shared responsibility
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Approach taken by M&S
Every manager is a personnel manager
Every director is a personnel director
A strong, well-trained team of personnel staff provide support, training, guidance & advice to management at all levels
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To deliver organisational excellence HRM needs to become –
A partner with senior & line managers in strategy execution
An expert in the way work is organised & executed to ensure costs are reduced & quality is maintained
A champion for employees, representing their concerns to senior management
An agent of continuous transformation
Ulrich
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People management – impact on profits
1. Is critical to business performance
2. Companies where employees have high levels of job satisfaction & commitment showed improving financial performance
3. HR practices explained nearly one-fifth of the variation between companies in productivity and profitability
CIPD
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Resourcing the organisationWhose concern is this?
Managers & supervisors should have some say in the appointment of own staff
Recruitment & selection of staff can be regarded as a specialist activity but all managers should be well acquainted with the basic procedures & skills involved & have access to HR department for advice
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Prerequisites for an effective recruitment & selection policy
The clarification of corporate objectives
Design of an effective structure
A system of human resource planning
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HR planning
A strategy for the acquisition, utilisation, improvement & retention of an organisation’s human resources
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Main HR planning stages
Analysis of existing staffing resources
Estimating likely changes in resources by the target date
Forecasting staffing requirements necessary to achieve corporate objectives by the target date
Measuring the required staffing resources available as & when required
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Main stages in HR planning
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Value of HR planning
Foresee changes & identify trends in staffing resources
Adopt personnel policies that help to avoid major problems
Reconcile differences between supply & demand
Provides framework in which action can be taken to overcome staffing differences
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Value of HR planning
Continuous process that seeks to ensure flexible resourcing related to internal/external environmental influences
Can help anticipate potential future difficulties while there is still a choice of action
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Recruitment & selection of staff
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Job analysis
The total process by which a job description & a person specification are produced
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Possible contents of a job description
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Person specification
Document that gives information about the job, providing a blueprint of the ideal person to do the job & the personal attributes & qualities associated with successful performance
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Attracting suitable candidates - sources
Employment services – job centres/agencies Careers advisory offices Schools/colleges/universities Private employment agencies Professional & executive appointment registers Ex-service organisations Personal introductions Exhibitions for mass recruitment Advertising Headhunting – executive searches
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Methods of selection
Short-listing
Graphology
Peer rating
In-tray exercises
Selection tests
Peer questionnaires
Assessment centres
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The selection interview
Despite constant criticisms the interview is usually a central & indispensable element of the selection process and is still a widely used method of selection
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Interview style
Behavioural interviews – questions about how candidates have handled past situations
Situational interviews – posing hypothetical, future-oriented questions to help assess future job performance
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Interview considerations
Seating arrangements
Types of questions to ask
Purpose of questions
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Interview questions Leading
Time keeping is important. Are you a good time keeper?
I guess you regret that now, do you?
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Interview questions Open
What made you decide to ……….?
How did you happen to………….?
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Interview questionsDirect / closed
What grades did you get in each of your A- level subjects?
Exactly how many staff report directly to you?
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Interview questionsReflective remark
You appear to prefer working in a busy office
It seems that you do not respond well to personal criticism
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Selection decision – grading schemes
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Benefits of training
Training can: Increase confidence, motivation, & commitment of staff Provide recognition, enhanced responsibility, & the
possibility of increased pay & promotion Give a feeling of personal satisfaction & achievement,
& broaden opportunities for career progression Help to improve the availability, quality & skills of staff
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A planned & systematic approach to training
Clear commitment to training throughout all levels of the organisation
An objective assessment of training needs Staff themselves should feel a sense of involvement A clear set of objectives & a defined policy for training Planned training programmes
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A planned & systematic approach to training
Choice of the most appropriate methods of training External courses & training opportunities linked to the
educational system Regard given to the training needs of those groups who
are not currently active in the workforce An effective system of review & evaluation Evaluation related to objective, measurable factors
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Areas of training
With the rapidly changing nature of the business world and the need to maintain competitive advantage, organisations need to ensure that staff are fully trained in – Knowledge of their products/services
Technical skills
Human relations skills
How to work with maximum effect
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Growth of e-learning
Learning via technology
Offers opportunities to provide a standard message to large numbers of geographically-dispersed people
Provides minimum disruption to people’s working lives & private lives
Can reduce costs where large numbers of learners are involved
Can be more accessible than other forms of training methodologies
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Investors in People
A standard for the training & development of people within an organisation
Launched in 1991 by the Department of Employment
Seeks to reward organisations that achieve prescribed standards
Provides a framework for improving business performance & competitiveness
Standard held for 3 years after which organisation is required to go through external assessment again
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Investors in People
The standard is based on the following principles:
1. Public commitment from the top to invest & develop people to achieve business goals
2. Planning how individuals & teams will be developed
3. Taking relevant action to meet training & development needs
4. Evaluating the outcomes of training & development
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Overview of performance appraisal
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Benefits to appraisal
Can identify individual’s strengths & areas of development
Can indicate how strengths can be utilised & weaknesses overcome
Can help reveal problems that may be restricting progress
Can develop a greater degree of consistency through regular feedback
Can provide information for HR planning Can improve communications
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Performance appraisal & psychological principles
People work / learn / achieve more when they are given -
1. Adequate feedback as to their performance
2. Clear attainable goals
3. Involvement in the setting of tasks & goals
James
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Designing a successful appraisal system
Questions to be addressed
Who should be appraised?
Who should undertake the appraisal?
At what frequency should appraisals be undertaken?
Should the appraisal system be open?
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360 degree feedback
An appraisal & feedback from different groups within the work situation
Includes feedback from peers, subordinates, bosses & possibly internal & external customers
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Upward appraisal feedback
An upward review or appraisal system that involves subordinates’ appraisal of managers
This can help to judge managers’ ability accept constructive criticism
Requires an appropriate organisational culture & open management
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Employment relations
Concerned with the relationships between the policies & practices of the organisation & its staff & the behaviour of work groups
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Influences on the employment relations policy
The type, nature & size of the organisation
Structure & methods of operation
Nature of staff employed
Arrangements for collective bargaining
Structure & strength of trade unions
Preference of the parties for freedom of action from outside influences
The philosophy of top management & their attitudes
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Employment relations & business performance
This material is taken from Employment Relations into the 21st Century: An IPD Position Paper and reproduced with the permission of the publisher, the Chartered Institute of Personnel and Development, London, SW19 4UX, December 1997, p.5.
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Effective employment relations
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International approaches of HRM
Ethnocentric approach
Polycentric approach
Geocentric approach
Regiocentric approach
Budhwar
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10 ways to make HR effective
Be the catalyst for making things happen
Avoid being the corporate soft touch
Understand the whole business
Keep people-management systems simple
Remember line managers manage people, not HR
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10 ways to make HR effective
Work with, not above, line managers
Be super-efficient in the transactional stuff
Be leaders in the transformational stuff
Help the business to manage change
Accept that good ‘people ideas’ exist outside HR
Browning
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At which stage of the
selection process do you think
a company’s culture becomes
clear to an employee? Discuss
with a classmate.
Chapter Check-Up: HR Policies
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